New MAXIMIZING HUMAN RESOURCE LEADERSHIP AT YOUR BANK · 2018. 8. 4. · MAXIMIZING HUMAN RESOURCE LEADERSHIP AT YOUR BANK Terry Ann Saber Principal Saber Advisory Group, LLC Dassel,

MAXIMIZING HUMAN RESOURCE LEADERSHIP AT YOUR BANK

Terry Ann Saber Principal

Saber Advisory Group, LLC Dassel, MN

[email protected] 612-202-6313

August 6 & 7, 2018

Saber Advisory GroupSaber Advisory Group

Saber Advisory Group, LLC for the Graduate School of Banking 2018


Human Resource Management Elective

Graduate School of Banking 2018

Maximizing HR Leadershipat Your Bank




• Assess HR Leadership role• Identify critical HR accountabilities• Assess “New World Order” HR tools/strategies

• Manager Expectations of HR:–Performance Management–Recruiting and Hiring– Learning and Development– Total Rewards

• Checks/balances & metrics2

5 Course Objectives




Why are you in this Elective?

What’s important?

3

Establishing Priorities




• TBD . . . Class Priorities• HR Structure: “Up to snuff?”• 12 HR Functions• HR Toolkit• HR Inventory

4

Agenda




• “Up to snuff?”• Do you have the role defined properly?

• Contributing to bottom‐line performance? How?

• Who’s leading the charge?

5

HR Leadership




. . . of coaching and development?

. . . of excellent “sales” skills?

. . . of open, transparent communication?

. . . of desired constructive culture

. . . of core values?6

HR Leadership: A Role Model?




. . . of a staff support role w/tools in place to support managers to effectively coach and manage?

… of seasoned business leadership with specialized HR expertise?What shape is the role in?

7

HR Leadership: A Role Model?




• All may or may not apply• Importance / weighting may differ by bank . . .• . . . by culture

8

11 Critical HR Functions




1. Recruiting/Talent Acquisition2. Employee Engagement3. Learning & Development4. Organizational

Development/Culture

9





DEFINITION:

The practice of changing organizations for positive growth

10

Organizational Development




5. Total Rewards– Compensation– Benefits– Perks

6. Performance Management7. Talent Management and Succession8. HR Operations

11





9. Human Resource Information Systems (HRIS)/Data Analytics

10. AA/Diversity/Inclusion11. Compliance/Risk Management

12





1. HR Leadership with a “seat at the table”

2. Competitive compensation structure(s) and plans: Foundational!

3. Updated meaningful job descriptions with “new world content”!

13

“New World Order” HR Toolkit




4. Recruitment strategies that mirror a social media‐connected world

5. Bottom line measurement with quarterly reporting, at a minimum

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6. Market competitive total compensation that aligns with the bank’s peer performance

7. Talent Management Leadership/tools• Accelerate the “A” team• Retain and motivate the “B” team• Coach up or coach out the “C” team

15





1. Recruiting/Talent Acquisition2. Performance Management3. Talent Management/Succession4. Total Rewards – Comp and Benefits5. Compliance and Risk Management

16

Foundational “Big 5”!




Shared Responsibility

To find qualified candidates for the job that are “fits” for the bank

17

Recruiting/Talent Acquisition




Shared Responsibility

To attract and select the most qualified and best fit for the job

18

Recruiting/Talent Acquisition




1. Updated Job Descriptions(s)2. Performance Standards

• Transactions per hour• New accounts opened per month• Loan portfolio size / number of clients• Deposit portfolio size / number of relationships

19

Recruiting/Talent Acquisition: 9 Basics




3. Talent Acquisition Pipeline4. Job Posting Process/Policy5. Standardized Recruiting/Sources6. Employee Referral Process7. Skilled Behavioral Interviewing

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8. Centralized Job Offer Process with Background Checks

9. Ongoing Onboarding

21





• Time to hire• Cost to hire• Turnover within the first 180 days• Turnover within the first 18 months

22

HR: Key Performance Criteria




ONBOARDING:

Have a plan!

23

Recruiting and Hiring




1. Recruiting/Talent Acquisition

2. Performance Management3. Talent Management and

Succession4. Total Rewards – Comp and Benefits

24





• Performance Standards• Current Job Descriptions• Total Compensation• Key Resources

25

Performance Management Toolkit




Performance Management LoopReminder: First year LBM

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3. SALARY GRADE / RANGES

4. EMPLOYEEGOALS

6. REWARDS

5. PERFORMANCECOACHING

1. JOBDESCRIPTION 2. JOB

EVALUATION

KEYNon-Incumbent Specific

Incumbent Specific




1. Coaching is the key word!2. Formal system / timetable3. Self‐appraisal4. Objective & subjective criteria5. Job description / goals6. Closed‐door session: Eyeball to

eyeball!27

Performance Coaching: Ongoing!




1. Recruiting/Talent Acquisition2. Performance Management

3. Talent Management and Succession

4. Total Rewards – Comp and Benefits

28





Strategic Leadership Issues2nd Year

No repeat!Refresher!

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Talent Management & Succession




• 80 / 20 Rule: Highest Potential• Development plans• Product Training• Sales Leadership / Sales Training• Customer Service Training• Technology Training• Compliance Training• Knowledge of the Organization, Values and Culture

30

L&D Priorities and Budget




• Tuition Reimbursement Policy• Supervisory / Management Skills• Leadership Skills• Career Development

–Coaching–Mentoring–Talent Assessment

31

L&D Priorities and Budget




1. Recruiting/Talent Acquisition2. Performance Management3. Talent Management and

Succession

4. Total Rewards – Comp and Benefits

32





1. Base Salary2. Incentive Compensation (variable)3. Benefits (both hard / soft)4. Perks

33

Total Compensation: 7 Components




5. Executive (BOLI, deferred comp)6. Equity Stake (real or phantom)7. Non‐financial

–Flex scheduling–Virtual office–Tools

34

Total Compensation: 7 Components




•Welfare Benefits vs. Retirement Benefits

• Annual Disclosure• Salary / Benefits as % of Average Assets (UBPR)

• Average Personnel Expense per Employee

• Total Package: 35–40% of Base Salary–25%: Hard costs–10–15%: Soft costs

35

Benefits: Key Part of Comp Package




How well is this asset portfolio being managed?

36

The Balanced HR Scorecard



Balanced Scorecard Metrics‐HR Related (Sample)Strategic Plan Financial Measures of Success

Measure ActualYE 2017

Peer12/31/2017

Actual3/30/2018

Target 2018(Budget)

Target2019

Target2020

Comments

Personnel Expense(Sal/bnft Exp to AEA)

3.8% 3.1% 1.4%

Assets per FTE 2,156 1,530 6,362

Core Revenue per FTE $109 $150 $259

Compensation per FTE(sal/bnfts to FTE)

$46.0 $57.0 $78.0

Delivery System CapacityCore Deposits per office

7.1MM 10.2MM $7.3MM

Turnover41% NA 44% Industry Standard 18%

Efficiency Ratio 65% 59% 66% 63%



Balanced Scorecard Metrics‐HR Related (Yours?)Strategic Plan Financial Measures of Success

Measure ActualYE 2017

Peer12/31/2017

Actual3/30/2018

Target 2018(Budget)

Target2019

Target2020

Comments

Personnel Expense(Sal/bnft Exp to AEA)

Assets per FTE

Core Revenue per FTE

Compensation per FTE(sal/bnfts to FTE)

Delivery System CapacityCore Deposits per office

TurnoverIndustry Standard 18%

Efficiency Ratio

Saber Advisory GroupSaber Advisory GroupSaber Advisory GroupSaber Advisory Group

Themes of HR Scorecard: Story depicted?

Theme:

Theme:

Theme:

Theme:




• Turnover Rates• Exit Interviews / Stay Interviews• Employee Opinion / Engagement Surveys• Scorecard “Story”

40

Human Resource Checks and Balances




•Overall Compa‐Ratio•Out‐of‐Range Exceptions• Succession Readiness• Talent Assessment

41

Human Resource Checks and Balances




•Human Resource Management School

• Strategic HR Forum

• SHRM Certifications (PHR, SPHR)

• CEBS: Certified Employee Benefit Specialist

42

HR Resources & Certifications




Your Most Valuable Asset . . . Really?

YES!43

People




Terry SaberSaber Advisory Group, [email protected]

612.202.6313

44

Questions?

Documents

New MAXIMIZING HUMAN RESOURCE LEADERSHIP AT YOUR BANK · 2018. 8. 4. · MAXIMIZING HUMAN RESOURCE LEADERSHIP AT YOUR BANK Terry Ann Saber Principal Saber Advisory Group, LLC Dassel,